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usmc4669
04-14-04, 12:11 PM
What's the real difference between the top performers in your command and those in the middle of the pack? Are performance evaluations grounded in fair, clinically objective criteria or dominated by subjective factors? The truth is almost certainly both. In fact, it's quite common for managers to develop a "gut feel" about subordinates and then back-in the performance report to reflect this opinion. Clearly, how our boss's view us is often the single greatest factor in career advancement. The good news is that each of us has the opportunity to materially impact this perception to great professional advantage.
In most cases, top performers bring a portfolio of skills and attributes to bear in the performance of their jobs. Based on an informal poll of senior military and corporate executives, the top 5 most frequently cited descriptors of excellent performers were: "exceeds expectations", "solid communicator", "great manager", "contagious enthusiasm", and "trusted and honest". Although terribly unscientific, this brief list may provide an opportunity for introspection and, potentially, a useful lens for thinking about how your boss may view you.
Sets and exceeds expectations. By far, the most frequently mentioned measures of achievement are successful outcomes and exceeded expectations. Can you get the job done? Does your boss count on you to take guidance, ask appropriate clarifying questions, shape the objective, and execute the plan? In many cases, setting and exceeding your boss's expectations are even more important than the final outcome. Often, a manager's perception of success or failure is determined by the difference between actual outcomes and expectations. Surprisingly, most senior leaders claim to only have a few "go-to" people that they can consistently rely upon to get the job done. You should be one of these people.
Solid communicator. Are you a good presenter, speaker and writer? The ability to make thoughtful and persuasive arguments, manage expectations, and coordinate assets and resources is a prerequisite for success. Great communicators are also adept at managing up and down the chain of command - effectively articulating expectations and clarifying guidance. Notably, good communication, perhaps more than any other single factor, can favorably impact outcomes.
Great manager. Are you good at selecting, empowering and leading team members? The ability to build, manage and motivate a great team is probably the most consistently articulated characteristics of a successful leader. Although not immediately obvious in a military context, building a great team starts with the identification, screening and hiring of great people - people who fit and who are organized to get the job done. Best practice leaders identify and nurture the individual talents of team members -focusing them on areas that leverage their comparative advantage and compensate for weaknesses.
Contagious enthusiasm. Do you approach your job with enthusiasm and a commitment to the organization and team? Do you have a dogged determination to drive to a conclusion? Taking initiative is the surest way to signal your desire for advancement and inspire confidence in your ability to assume additional responsibility. Managers want people on their team who eagerly take on challenges and exhibit the kind of energy that inspires others to follow. Having to wage a regular battle to motivate a team member gets old quickly - and rarely leads to high marks for anyone.
Trusted & honest. Can you be trusted to do the right thing? Period.
Each of us brings different levels of each of these traits. In interviews with leaders who offered perspectives for this article, each cautioned that their best people brought a balanced portfolio of skills. Although extraordinary performance in one or more characteristics is acceptable (perhaps even preferred), top performers generally meet a minimum threshold in each. Of the five, anecdotal evidence would indicate that superior communications, exceeding expectations, and enthusiasm are the three most important indicators of success - all the others (and many more) are simply subsets of the big 3. Frankly, those who can get the job done, communicate effectively, and do it with energy and enthusiasm are destined for great things - peers like them, managers rely on them, and subordinates learn from them.
The ability to view yourself and your performance through the eyes of your boss is a critical part of career development. In one's career, perception is reality - and it should be actively and thoughtfully managed.